The development objective for the Tenth Poverty Reduction Support Credit Project for Benin is to boost real economic growth, reduce poverty and increase opportunities for equitable growth.
... See More + The PRSC-10 will focus its support on two critical objectives: (i) Promoting good governance and high-quality public financial management; and (ii) Strengthening private-sector competitiveness. The first objective of the proposed operation supports specific measures to improve PFM in the context of a broader effort to promote good governance and public-sector accountability. The second objective of the proposed operation supports measures aimed at strengthening private-sector competitiveness. The operation will directly support implementation of the SCRP III by focusing on the Governments stated priorities and building on past PRSC operations. The objectives of this credit are in line and build off of Benins current Growth for Poverty Reduction Strategy which include five main pillars. Pillar 1 (Accelerating Economic Growth) is a response to Benins low economic growth rate. Authorities are accelerating reforms to improve the business and investment climate. Pillar 2 (Infrastructure Development) identifies five priority types, which include: (i) transportation infrastructure; (ii) energy; (iii) information and communication technology; (iv) water and sanitation; and (v) housing and urban development. Pillar 3 (Strengthening Human Capital and Social Protection) recognizes the need to strengthen human capital not only as a matter of public welfare, but also as a fundamental prerequisite for sustaining medium- and long-term economic growth. Pillar 4 (Promoting Good Governance) the governments commitment to good governance and public-sector reform by advancing the countrys reform agenda. Pillar 5 (Fostering Balanced and Sustainable Regional Development) seeks to cultivate local resources and reduce spatial inequalities in the provision of infrastructure and services, through a program of administrative decentralization, targeted regional development, and enhanced environmental protection.
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The Community Based Coastal and Marine Biodiversity Management Project for Benin received a moderately unsatisfactory outcome rating with substantial risk to global environment outcome.
... See More + Both the Bank and the Borrower received moderately unsatisfactory performances as well. One restructuring took place during this project and includes the follows changes: a revision of project components and indicators to compensate for project implementation delays, an extension of the closing date by eighteen months, and a reallocation of proceeds to align project funding with redefined activities. Due to the restructuring the PDO indicators were revised but there was no change in the PDO itself. Component 2 of the project saw a few changes as a result of the restructuring as well. The number of CBCAs was reduced to three sites and funds were increased to extend project support to fringe communities. Lessons learned that were drawn and which could serve as guidance for similar projects in the future include the following: (1) The countrys lengthy and bureaucratic nature of the National Department of Public Procurement needs to be taken into account when designing projects. (2) The Project's PDO and indicators should be carefully reviewed during project preparation. A strong results framework including indicators that are realistic and directly linked to the PDO is fundamental in achieving envisaged project outcomes. (3) A strong M&E framework including a dedicated M&E officer is of paramount importance. (4) Government commitment at all levels is a crucial factor in achieving the Project's envisaged outcomes. The Bank should react promptly (i.e., revising the PDO or closing the Project) to any indications of diminishing commitment levels or other factors that indicate envisaged project outcomes may not be achieved. (5) Sufficient time needs to be allocated for stakeholder consultations and negotiations associated with the establishment of the CBCAs. (6) Financing mechanisms that ensure project outcomes will be sustained beyond the Project's lifetime are important to establish during project implementation. (7) A regional approach to managing coastal marine biodiversity should be fostered. (8) It is important to carefully review the Project's last ISR to avoid a possible disconnect with the ICR's rating. (9) The ICR review meeting should be conducted as early as possible to allow for sufficient time for revisions and government consultation prior to its submission to the Board.
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